BRAC Poultry Programme in Bangladesh, 2000
|Funding agency(ies)||Department for International Development (DFID)|
|Date completed||April 2000|
|Target Group(s)||Farmers, Micro|
This case study analyses the impact of BRAC's Poultry Sector Programme in Bangladesh on both the poultry market itself and the market for services to the poultry sector. A performance measurement framework (PMF) is applied which examines data relating to the programme and the wider market. BRAC's poultry Sector Programme provides its members with agricultural technologies for the production of high yield variety poultry. These include training, equipment, and the inputs of high yield variety chicks, good quality feed, and medical supplies. In addition to direct provision, BRAC also facilitates members to provide services themselves. Members are trained in either basic veterinary techniques, chick rearing, feed production or egg marketing. They provide inoculations, medicines, eight-week birds, feed and marketing services to other BRAC members as well as the wider community. It is argued that BRAC's direct participation in the poultry sector has stimulated market development in rural areas which has in turn increased demand for services to the poultry sector. It is also argued that BRAC's facilitation of service providers has enabled this increasing demand for services and other inputs to be satisfied. The poultry sector in Bangladesh has been growing fast in recent years. Both large-scale factory production and small-scale village level production have increased and these increases are forecast to continue.
Summary of results
There is little evidence in such an environment to suggest that BRAC's activities are distorting the market, although as the environment changes BRAC will have to be watchful to avoid crowding out private sector providers. BRAC currently covers a substantial proportion of Programme costs through a service charge to members and cost recovery is increasing. Prospects for the long-term sustainability of the Programme appear good. However, despite the effectiveness of the service charge in recovering costs from members, the normal feedback achieved through services being purchased or not according to perceived value is lost due to the lack of a transparent link between services provided and payment. The PMF was found to be a useful tool. Measuring the performance of an individual provider of BDS in the context of the wider market encourages a sector wide perspective. Many BDS programmes do not have the impact envisaged at the programme design stage and focusing on the market during the course of the programme helps identify and address unforeseen negative effects as well as build on unforeseen positive effects.
|Associated Activities and Documents|
|»||Hanoi DC Conference, 2000|